Retail Strategy for Downtown Baltimore

Executive SummaryDowntown Baltimore is emerging as a leading destination for local and national retailers.The pace of new store openings is quickening as more residents move into Downtown,more housing developments open with a ground-floor retail component, and as the citymoves forward with high-profile new projects. This combination of new residents,additional hotel rooms and new attractions has excited retailers about Downtown over thepast few years.

Where once there was a “chicken and egg” relationship between residential and retaildevelopment in Downtown Baltimore – residents were reluctant to live where their accessto goods and necessities was limited, while retailers would not locate where the customerbase was small – now there is a symbiotic relationship between residential developmentand retail growth.

This began to change over the past ten years as The Partnership’s Downtown HousingInitiative, together with major public and private sector investments, helped dramaticallyincrease the number of Downtown residents to more than 37,000. While the newresidential developments have been coming online, The Partnership and BaltimoreDevelopment Corporation (BDC) were laying the groundwork for new Downtown retailinvestments.

According to The Partnership’s annual State of Downtown Reports, Downtown employmentis up 6.8 percent to more than 100,000. Development projects worth $3.17 billion areunderway through 2008. Reflecting the need for both service and goods-oriented retail,more than 60 new retailers recently committed to Downtown, including top national brandssuch as:

Best Buy; Bedrock; Chipotle; Cosi; Filene’s Basement; Office Depot; Starbucks; and, Urban Outfitters.

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All signs point to sustained residential growth Downtown driven by young professionalsand retiring baby boomers. According to recent data, collected by The Sage PolicyGroup for The Partnership, this growth will be aided significantly by the addition of morethan 17,000 new jobs from the federal Base Realignment and Closure (BRAC) process, thenew biotech facilities opening at the University of Maryland and Johns Hopkins medicalcampuses, as well as the expansion of the four Downtown area hospitals.

To better attract retailers and direct retail investment, The Partnership has initiated amulti-stage retail planning process. In October 2005, The Partnership, in conjunction withBDC, the Baltimore City Department of Planning, and the Charles Street DevelopmentCorporation released Part One of this effort: the 2005 Downtown Baltimore Retail MarketAssessment (Addendum 1). The Assessment established baseline demographic informationand examined key factors in retailers’ location decision-making process, as well as futureretail trends. The data that emerged from the Assessment illustrates Downtown’s retailstrength.

Within a 1-mile radius of the Downtown core, the 2005 Assessment found that:

Downtown Baltimore ranks 8th in the country for population density (37,000) and inthe number of households (3,145) earning $75,000 or more, making Baltimorecomparable to Denver, Boston, and Washington, D.C. These numbers are echoedin the more recent Demographic Analysis conducted by The Partnership and theJacob-France Institute of the University of Baltimore (JFI) in the summer of 2006.

Baltimore City ranks 10th among the top 25 U.S. metro areas with a per capitaincome of $35,556, making the region comparable to Philadelphia and Chicago.

Downtown Baltimore ranks 16th for total employment with 102,812 jobs, similar toCincinnati and Atlanta.

The economic data routinely used by developers and retailers when decidingwhere to locate new stores is insufficient to show the dramatic recent improvementsto Baltimore’s demographic profile.

In 2001, housing demand was estimated at approximately 5,300 new units over afive year period. Since then, 4,000 units have been built or are currently underconstruction. Rents are in an uptrend and sales prices are also rising steadily, astrong indication that demand is outpacing supply. The 2006 update for housingdemand estimates that 7,400 new units need to be delivered by 2011.

The Partnership is utilizing the 2005 Downtown Retail Market Assessment as the foundationupon which to build the detailed retail development strategy outlined in this report. Thestrategy focuses on the following main themes:

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Demographics & Marketing; Retail Recruitment; Retail Clustering; Retail Building Program; Authenticity & Placemaking; Incentives; and, Site Specific Recommendations.

Demographics & MarketingRetailers make location decisions based upon the dominant demographics and expectedgrowth of any given area. The new data emerging about Downtown Baltimore’sdemography should make it very competitive to new retail, particularly within a one-mileradius of Downtown’s core. To maximize this effectiveness, economic development officialsand real estate professionals should aggressively market the data to retailers as outlinedbelow.

DemographicsUtilize the 1-mile radius demographics established in the Retail Assessment (October 2005)

Create marketing materials focusing on the strength of 1-mile radius fromDowntown’s core to recruit retailers.

Encourage everyone involved in retail recruitment or promotion of Baltimore,including developers, brokers, elected officials, economic development officials,and BACVA, to utilize this standard set of data.

Send updates and provide respective marketing materials to users. Distribute demographic data to retailers and brokers at International Council of

Shopping Centers (ICSC) conventions and individual meetings. Include demographic data in any print mailings to retailers and brokers. Make all information available on the Downtown Partnership website.

Research, review, and assess the demographics and buying power of neighborhoodsadjacent to Downtown (Federal Hill, Fells Point, Canton, etc.) and incorporate thisinformation into retail recruitment marketing materials. Residents in these neighborhoodswill shop Downtown.

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Complete pedestrian counts for key existing and future retail intersections in order toprovide further information for recruitment purposes.

Potential intersections could include:o Charles and Saratoga Streets;o Eutaw and Baltimore Streets;o Pratt and Calvert Streets;o Pratt and Light Streets;o Pratt and Market Streets.

Review CoStar traffic counts. Select intersections, including those used for pedestrian counts. Incorporate into documentation.

Create an interactive/GIS mapping system for existing retail development in Downtown,that includes:

Downtown retail totals as the first layer of each map; Demographic break-downs for each neighborhood within Downtown; Annual totals from the State of Downtown report (e.g. number of employees,

residents, students, etc.); Development pipeline (e.g. housing units under construction, in planning; hotels

under construction, in planning, etc.); Number of retailers, types of retail, lists of high-end or well-known retailers,

square footages, rental rates, etc. (Note: this information could be completed first as a Power Point document.)

Distribute information via website, print materials and conferences. Encourage developersand brokers to utilize these materials in recruitment efforts.

MarketingAs stated in the Demographics section above, all marketing materials should reflect a 1-mile radius of Downtown’s core and recognize that adjacent neighborhoods can contributeusers of Downtown retail and locations for future retail expansions. Specific marketingrecommendations include the following:

Continue Baltimore’s presence at ICSC. Encourage developers and brokers to include agency staff as part of initial

discussions with retailers. Coordinate retailer meetings to best target specific retailers for locations and

avoid any overlap or confusion for the retailers.

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Increase amount of advertising in national retail publications. Create comprehensive and attractive insert on Downtown retail for national retail

publications. Broaden presence on web. Determine additional national retail websites to which Downtown Partnership can

link.

Implement a public relations campaign to tell Downtown Baltimore’s emerging retail story. Research and select appropriate national publications, including non-retail

publications. Contact respective members of the publication to pitch story. Include demographics, retailers’ success stories, and overall quality of life.

Initiate an umbrella marketing campaign, geared to shoppers, to encourage Downtownshopping.

Identify best means and methods of reaching Baltimore metro area shoppers. Capitalize on the sense of place and uniqueness within Downtown, and its distinct

shopping experience, to draw more consumers. Create incentives for shoppers such as free/reduced parking, discounts, etc. Work with retailers to identify the needs and interests of the target audience. Increase outreach to hotels and their guests. Partner with existing agencies and organizations, such as:

o Baltimore Area Convention & Visitors Association;o Baltimore Development Corporation;o Baltimore Main Streets;o Historic Charles Street Association;o Market Center Merchants Association;o Restaurant Association of Maryland; ando Westside Renaissance.

Retail RecruitmentFor decades, retailers did not locate in urban areas because the suburbs offeredinexpensive land close to more densely populated suburban markets. Slowly, retailersare returning to downtowns, although many struggle with reinventing their successfulsuburban retail models (e.g. pad sites, mall locations, and parking). Cities requireretailers to develop new models that maximize the space and frontage available to themin urban areas. Accordingly, Baltimore must market itself in ways that overcomeperceived obstacles to opening stores Downtown. This marketing should stress DowntownBaltimore’s demographic strengths and differentiate Downtown from the surroundingsuburbs. Specific recommendations include:

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Create a targeted list of potential retailers that Baltimore’s residents would like to havelocated in Downtown.

Include national and regional chains, local or independently owned and operatedrestaurants, boutiques, specialty stores, and services. While department stores,particularly higher-end department stores and/or mid-range multi-service storessuch as Target, will be part of the recruitment list, they are not to be considered asthe sole focus for a retail anchor.

Assess each retailer’s needs (space requirements, median household income,parking, etc.).

Determine potential Downtown locations for each retailer on the list. Include appropriate broker or corporate contact.

Gather sales per square foot information for existing Downtown retailers. Obtain information for major national retailers. Provide confidentially upon request to retailers, brokers and developers.

Create informational sharing opportunities to expand recruitment efforts. Hold quarterly meetings with developers and brokers. Strive to hold meetings at a time and location, including in the counties, which is

convenient for developers and brokers located outside of Downtown. Review available space, retailers seeking a Downtown location and updated

demographic information.

Expand outreach beyond retailers to include those with experience in retail real estate. Pursue local and national developers who have contacts and a successful history

with retail clients and tenants. Establish relationships with a broader variety of brokers who have extensive retail

experience. Collaborate with architects and contractors who have worked on retail

developments.

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Strengthen and coordinate agency recruitment efforts. Include Downtown Partnership, BDC, the Baltimore Mayor’s Office, and the

Maryland Department of Business and Economic Development (DBED). Hold quarterly meetings to discuss available space, retailers seeking a Downtown

location, and to update demographic information. Coordinate marketing efforts including publication advertisements, press releases,

and attendance at ICSC conferences. Coordinate visits with prospective tenants/brokers that include tours and

informational sessions. Review incentives offered at the State, City and Downtown level (see further detail

in section below).

Retail ClusteringRetailers prefer to cluster together to better capture a larger audience of shoppers.Many successful cities have dedicated shopping districts within their downtown areas.Baltimore must identify and promote areas where retailers can co-locate and clustertogether in large numbers. Specifically, it should:

Identify streets, and blocks within streets, where retailers can co-locate to create a criticalmass. Foster connectivity between existing and future locations.

Market clusters of retailers, utilizing GIS mapping and demographics. Include other existing retailers in that area, as well as vacant locations and those in

development.(A comprehensive list of Downtown neighborhoods, including current and potentialclustering options, is explored in greater detail below.)

Work with developers and building owners within these nodes to create improved andcontiguous retail opportunities.

Where holes exist in the retail flow, encourage the building owner to renovate orcreate space and recruit potential retailers.

If the building owner neglects its property or violates City codes, encourage BDCto assemble large parcels where prospective developers already are in place;require ground floor retail as part of the development program.

Where possible, encourage multi-building purchases under the control of onedeveloper to create a thematic, non-conflicting cluster of retail possibilities.

Review ways to discourage non-retail uses on ground floors.

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Create GIS system (within neighborhood GIS mapping referenced above) of vacant retail,as well as retail under construction and in planning.

On an ongoing basis, work with developers, building owners, and brokers tocollect all retail information, including floor plans, photos, terms, timeframes, andcontact information.

Highlight the program on Downtown Partnership and agency websites, and marketit to outside sources.

Partner with CoStar on retail inventory to reach more prospective retailers. Highlight Downtown properties regularly. Host retail inventory on Downtown Partnership website with link to BDC and

CoStar. Work with brokers to utilize and update listing opportunities for all retail locations

in Downtown.

Continue working with groups such as Historic Charles Street Association, Market CenterMerchants Association, WestSide Renaissance, and Main Streets to strengthen and bettercoordinate efforts.

Existing and future clustering areas could include:

Inner Harbor – long the center of retail and tourist activity, the area continues tothrive by reinventing itself. The Inner Harbor currently has the greatest capacity toattract national and high-end retailers due to its easy access and popularity withresidents, employees, and visitors. The majority of Downtown’s national retail iscurrently located along the Inner Harbor. Additional retail should be considered,including vending/kiosks, to augment the pedestrian and retail experience aroundthe Harbor to Fells Point. Both 10 Inner Harbor (the former McCormick site) and300 E. Pratt Street are creating continuous retail opportunities both along PrattStreet and the respective side streets. For most properties in the Inner Harborretail should be considered on both the water and street sides to improve theaesthetics and pedestrian experience.

o Pratt Street – currently, the area has predominantly national retailers withsome independents (mostly food). There are opportunities at existingbuildings where retail could/should be added. Maximizing ground-levelspaces for retail is critical to creating pedestrian flow and improving theconnectivity of existing, scattered retail.

Retail additions, as well as placemaking, will be explored as part of thePratt Street Design process. Work with the selected design team andstakeholders group should be ongoing throughout the process. Marketingmaterials (e.g. maps, renderings, and vision) should be used heavily in

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recruitment efforts as this is a very attractive area, demographically, formost national retailers.

o Harbor East – is a mix of high-end national retailers, smaller nationalboutiques, and unique independent retailers. The area connects the Harborarea to Fells Point creating a continuous shopping/pedestrian experience.Ongoing recruitment efforts should focus on the creation of a neighborhoodthrough a variety of retail options, including further service retail. Thebuild-out of current plans is critical to momentum in this area.

City Center – historically the region’s leading business district, City Center is dottedmostly with food shops and accessory services, such as dry cleaners and drugstores. This is changing due to an influx of new residents over the past few years.Existing retailers are extending their hours while new retailers are moving in toserve this fast-growing base of customers. The new Superfresh at Charles andSaratoga Streets will serve as a key anchor to attract new retailers in this area.Space will need to continue to be renovated to meet more retailers’ needs.Where buildings are converted to residential or hotel uses, retail space should beincorporated into the building, particularly at key corner locations.

o Center, Charles, and Hopkins Plazas – located along the Charles Streetcorridor, the plazas will function as a linear series of parks and retailenclaves. All three plazas will be renovated by the end of 2007. Fullyleasing the retail space at Charles Plaza, anchored by the Superfresh, willdo much to connect City Center with Mount Vernon. Center Plaza canperform well as a destination retail location with predominantly foodofferings, a dry cleaners, and health club – all of which appeal to officeworkers and nearby residents. As the site of the former Mechanic Theatreis renovated and reoccupied, attention should be directed to the inclusionof Hopkins Plaza as an asset to the new retailers, particularly for outdoordining.

o Power Plant Live – is almost exclusively a food and entertainment venuefor locally- and nationally-owned businesses. There is room for additionalfood/entertainment/retail as new developments are built. When existingbuildings experience turnover, close attention should be paid to recruitingviable restaurant options. More effort should be placed on attractingbusiness lunch customers, as well as tourists, to augment the current customerbase of mostly evening and weekend attendance.

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o Charles Street – is characterized by predominantly independent usesincluding food and boutique, with additional retail opportunities in thesouthern City Center blocks. Charles Street can become a connectorbetween the Inner Harbor, City Center, Mount Vernon, and Westsideneighborhoods. Continued placemaking efforts by the Historic CharlesStreet Association should be supported and encouraged. The Mechanic siteis critical as a location for large scale anchor tenants around whichadditional retailers will want to locate.

Mount Vernon – has mostly independent uses in smaller historic buildings and isanchored by cultural institutions. Additional work is necessary to convert olderbuildings into usable retail space. Currently, side streets offer clusters of uniqueretail experiences and attention should be given to highlighting these areas, aswell as creating connections to existing retail locations such as Antique Row andalong Charles Street. Developments in the northern portion of the neighborhood,such as State Center and UB Bolton Yards, must include large retail floorplates,including opportunities for grocery stores and national retailers to capitalize on acaptive audience and access from I-83, Penn Station, and Light Rail.

Westside – has predominantly independent uses and is anchored by the LexingtonMarket, Hippodrome, and Centerpoint. Retail opportunities abound for small andlarge tenants, national and independent. Improving the existing buildings aroundLexington Market is critical, as is creating connectivity to the University ofMaryland Baltimore and the University of Maryland Medical Systems. Creatingconnections between Camden Yards and points north is imperative. Wherepossible, additional retail should be added to existing buildings and vacant lots,or surface parking, i.e. “filling in the gaps.” Completion of the Superblock iscritical to creating a connection between City Center, Mount Vernon, and theWestside. Larger retail floorplates should be considered for the buildings in orderto create an opportunity for mid-level national retailers. Smaller side streets suchas Saratoga and Park, currently dominated by independent retailers, should bethe focus of an outreach for signage and façade improvements. While notdisplacing current tenants, Lexington Market should upgrade offerings as existingtenants’ leases expire.

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Station North – some small, independent retail is present. Designated as an Arts& Entertainment District, the area is anchored by the Charles Theater and PennStation. The redevelopment of the Chesapeake Restaurant site is imperative toadding retail to this area, as is redevelopment of the Railway Express buildingand the Amtrak surface lots. The A&E District advantages should be marketedmore heavily and work should be ongoing with owners and developers of largefloorplate buildings to retrofit them for retail. Smaller buildings should work onadding art galleries, small live music venues and accessory retail (coffee shops,wine bars, etc.). Stores serving artists’ needs should also be considered forrecruitment. More attention should be paid to making the intersection at CharlesStreet and North Avenue a primary retail and entertainment destination at thecrossroads of the City.

Retail Building ProgramThe majority of existing Downtown buildings do not meet retailers’ standard models interms of square footage, frontage, and other associated requirements. Baltimore mustfind space that meets retailer models or work creatively with retailers to help them adapttheir models to unique urban environments. Specifically, Baltimore should:

Work with developers to create larger retail floor plates in new developments andrenovations.

Continue participation with BDC and City Department of Planning, including theUrban Design and Architecture Review Panel (UDARP), to support first floor retailas part of Downtown developments.

o Assess the development of stronger code and design criteria for retaildevelopment.

o Review setback regulations for new construction. Encourage multi-building purchases in order to combine 1st floor spaces for one

retail tenant. Support the hiring of a retail architect from the start of a project’s planning phase. Promote limiting lobby and entrance space in mixed-use buildings. Discourage blank walls and garage entrances near major intersections.

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Endorse two-story stores where the location is right, but the building is logistically difficultand multi-building purchase is not possible.

Identify potential two-story store sites. Work with architects to draw basic concept plans and development costs. Review and evaluate developer financial proformas and match with potential

alternate funding sources, such as BDC, the Maryland Department of Housing andCommunity Development (DHCD), and Baltimore Community Funding.

Market these locations to potential retailers.

Work with for-sale buildings to create whole block development (e.g. St. Jamesproperties, 400 block of N. Howard, Water/Light Street properties).

Maintain an updated list of for-sale and RFP development opportunities. Make the list available on Downtown Partnership’s website. Distribute updates to retail-friendly and proactive developers and building

owners.

Expand Downtown Partnership’s Façade Improvement Program (FIP). Extend boundaries of the existing program. Market the program more effectively and to a broader audience, including

building owners, developers, and brokers. Offer further architectural assistance. Hire an on-call architect to design improvements with approval from BDC & The

Partnership. Seek to offer FIP grants to a row or block of building owners/tenants for maximum

aesthetic impact. Select a high-visibility area to perform this sample. Assist in increased funding of selected area. Publicize the results.

Energize the vision for future retail space. Work to improve overall architecture in any renovated or newly constructed

buildings. Continue to participate in Department of Planning and UDARP meetings. Investigate the possibility of inclusion of retail design criteria in Urban Renewal

Plans.

Authenticity & PlacemakingWhen compared with the suburbs, downtowns offer the promise of a more authenticexperience and provide a sense of place not found in cookie-cutter suburban malls orretail villages. In order to promote Downtown as a unique shopping experience, Baltimoremust preserve and leverage its distinctive neighborhoods, markets, and architecture.

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Baltimore must demand high quality architecture by creating a symbiotic relationshipbetween both historical and modern structures. Specific recommendations include:

AuthenticityCreate active (non-static or print) marketing materials that reflect Baltimore’s uniqueneighborhoods.

Use existing demographic information and planned GIS mapping systems forproduction of neighborhood marketing materials.

Produce concise descriptions of neighborhoods with demographics, culturalattractions, attributes, and retailers. Include photos.

Encourage developers, brokers, and CoStar to include Downtown Partnership’sneighborhood marketing materials as part of the marketing for any sites withinthat neighborhood.

Include vacant retail sites or sites in development within each neighborhood. Link to The Partnership, BDC, and CoStar websites. A large map of Downtown should be divided into neighborhoods and include the

aforementioned information. Ensure that all information can be easily updated.

Encourage preservation groups to find creative uses for historic buildings. Connect preservation groups with proactive historic developers and retailers.

Expand marketing of Maryland Smart Codes. Hold seminar for economic development staff, developers, and brokers to better

understand use of Smart Codes as a tool to assist incoming retailers. Advocate for the State to market Smart Codes more widely.

PlacemakingDowntowns offer a different kind of shopping destination and maximizing this differenceis key to getting shoppers to come Downtown and to keep coming back. Baltimore mustconsider sidewalk cafes, parks/plazas, and places to linger, (which are not dominated byautomobiles), when determining where retail will thrive. Additionally, Downtown shouldstrive for a pedestrian-friendly environment and unique experience. To do this, Baltimoreshould:

Improve the overall design, aesthetic, and pedestrian experience of Pratt Street. Createa grand boulevard with greater retail choices and better pedestrian aesthetics.Strengthen Pratt Street’s existing amenities and create new opportunities for Downtown’s“front yard.”

BDC, in conjunction with The Partnership and City’s Departments of Planning andTransportation, issued a Request for Qualifications for consultant services (October2006) to provide a comprehensive Concept Plan for the public spaces along the

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Pratt Street Boulevard corridor in Downtown – 16 blocks from Martin Luther King,Jr. Boulevard to President Street.

The new concept plan for Pratt Street should rethink improve the use of openspaces, enhance the aesthetic and functional design of the street’s usage, activitiesand attractions, better activate the spaces and provide more pleasant andexciting pedestrian experiences.

The Concept Design chosen for implementation will be used to generate public andprivate sector support, identify necessary funding required to implement theproject and provide an implementation strategy.

Support major catalyst development projects. Advocate for funding of a new Downtown arena with retail on all street fronts,

entertainment, and housing uses. Assess future proposals and developments for economic impacts and potential to

be a retail driver.

Increase and promote sidewalk cafes and outdoor dining. Create an easier permit process. Review the permit processes and success in outdoor dining in Boston and

Philadelphia (particularly in Philadelphia’s Center City). Evaluate existing costs of permit process to retailer. Create sliding scale minor privilege fee in conjunction with BDC and City’s Minor

Privilege Permits office. Encourage developers designing new space or renovating existing locations to

include an area for outdoor dining. Preferably, outdoor dining space should bepart of the property owner’s area so as to remove the need for a minor privilegepermit.

Create landscape standards as part of outdoor dining review permit. Encourage the use of heat lamps to extend the outdoor dining season.

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Increase amount of outdoor displays, carts and kiosks associated with a specific retailer’slocation, (not individual kiosks on plazas as is discussed below).

Review permits or legislation for outdoor displays and carts (e.g. fresh flowers). Provide potential funding as part of a push for existing retailers to include outdoor

displays as part of their marketing and merchandising efforts. Choose a few retailers (preferably clustered in one area like a block of Charles,

Pratt or Saratoga Streets) to support financially and help design the outdoorswares/displays.

Market and highlight the effort.

Promote more aesthetically pleasing and relevant window displays for retailers. Encourage windows to be open, not cluttered, so that pedestrians can see into the

store and easily recognize what is being offered. Hire a window display or retail consultant for those retailers who are interested in

receiving advice and assistance. Consider expanding the consultant program to include renovation of the entire

façade. Ensure that all aspects of the window display are directly related to the

merchandising and marketing of the store. For window displays, begin with seasonal/holiday displays, similar to Historic

Charles’ Street Association’s holiday theme and competition. Assist in funding the competition. Give awards for the best designed, most relevant, most improved, etc. Market and highlight the event. Review other cities’ signage and window display ordinances (e.g. Scottsdale,

Arizona). Consider incorporating retail design criteria (e.g., no paper signs in windows) into

respective Urban Renewal Plans.

Endorse improved and effective signage. As part of FIP grant, encourage new and more attractive signage. Review extension of new Central Business District Urban Renewal Plan area

signage regulations to all of Downtown. Encourage projecting (blade) signs, as well as signs which create a sense of depth. Expedite sign permits for retailers within Downtown. Formalize sign permit review process for Downtown retailers. (Signs to be

reviewed by Planning, BDC and Downtown Partnership.) Identify sign designers and companies willing to work with Downtown retailers at

an expedited or reduced rate.

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Improve parks and plazas throughout Downtown through maintenance, activities andbranding. Prioritize distribution of resources to the parks and plazas based upon thepotential for success, greatest impact and highest usability.

Determine ownership and responsibility (e.g. mowing, planting and cleaning) forall parks and plazas.

Create maintenance and planting plan and design standards, including signage,lighting, benches and trash cans, for all plazas and parks.

Dedicate staff to landscape and maintain, as well as provide safety or serve ashosts.

Activate parks and plazas through programming, events and vending. Provide regular activities. Users should be able to rely on a semblance of a set

schedule of events, i.e. First Thursdays. Create a parks programming task force to include representatives from city

agencies, Downtown Partnership, BACVA, building managers, community groupsand employers.

Identify activities, funding and scheduling. Promote and advertise all activities.

Create a brand for Downtown parks and plazas. By consistently designing, maintaining and programming the parks and plazas,

users will begin to identify that they are in a public green/open space. Utilize existing marketing/advertising agencies and associations to create taglines

and campaign.

Seek new opportunities for areas to function as green or public spaces. Potential locations include:

o President Streeto The Fallswayo Along the Jones Falls from Lombard Street south to the Inner Harboro Liberty Park, (at Liberty Street and Park Avenue)o St. Paul Plazao Areas on the Westsideo Others to be determined

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Implement a comprehensive vending and kiosk program for Downtown. Work with City’s Board of Hucksters, Hawkers and Peddlers, as well as existing

vendors. Select locations – parks and plazas, as well as intersections with larger sidewalks. Focus on areas where vending and kiosks will not only pull employees out of

buildings, but also encourage pedestrians to walk up streets that have additionalretail.

Encourage existing retailers to open a second location, perhaps as a preliminarytest-run for expansion.

Support small and minority businesses (through Small Business Resource Center andBridging the Gap) in opening vending or kiosk locations.

Ensure that vending, particularly in parks and plazas, is consistent in both days andtimes.

Recruit and schedule vending for parks and plazas early in each season. Provide clear demographics as part of a vending and kiosk recruitment package. Review health permit and city vending regulations carefully and provide any

potential participants upon request for application.

Improve Downtown streetscapes, landscaping and greening efforts. Continue reconstruction of all Downtown streetscapes through City and Downtown

Partnership. Urge a consistency in the design and materials for all Downtown. Expand streetscapes capital renovations program and speed of the projects. Identify funding sources to maintain and repair streetscapes, including power

washing sidewalks. Increase the amount of street trees throughout Downtown. Improve the maintenance and care of street trees. Advocate for pedestrian-style lights on every block Downtown.

Encourage building owners to improve the exteriors of buildings and sidewalks. Continue code enforcement program for the worst offenders. Promote power washing of sidewalks and buildings. Continue The Partnership’s Best Kept Property Awards and actively publicize.

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Expand the “greening” of individual buildings. Create a Downtown “greening” packet made available to building owners, tenants

and developers. Utilize a landscape architect to create a variety of planting options including trees

in large planters, flowers pots, small gardens and water features. Select a few buildings (preferably near one another geographically) that will

implement “greening” plans created by the landscape architect. Identify a nursery or wholesaler to assist in supplying the planters or plant

material, top soil, etc. Upon completion of the plantings, use these buildings as examples, with before

and after photos, in the “greening” packet. Market and highlight the program. If necessary, identify funding for some portion of the program.

Increase The Partnership’s planters program. Identify the best locations to make a recognizable impression with the additional

plantings. Market and promote the program.

Expand public art throughout Downtown. Increase the number of sculptures both on public and private property. Create more interactive art, e.g. the fountains in Millenium Park in Chicago. Expand the existing program of painting murals on vacant buildings’ 1st floor

windows. Continue to support the existing Art Exposure program in 1st floor storefronts. Encourage further use of vacant 1st floor spaces as art galleries or artists’ work

spaces (e.g. Current Art Gallery on S. Calvert Street).o Identify additional City owned properties which are currently in RFP or

developer awarded status.o Seek out additional opportunities with private developers and property

owners.

Include street entertainers throughout Downtown. Licensed street entertainers enliven streets in specific locations Downtown, thus

entertaining pedestrians, creating a sense of ease and encouraging furtherexploration of Downtown.

Licensed street entertainers should be encouraged to participate frequently and atkey corners for highest visibility.

This program should be expanded to encourage street entertainers around allretail areas Downtown.

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Transit & ParkingEasy access matters to retailers when making location decisions, however top-tier retailcities do not put a priority on providing easy parking. As with these top tier cities,shopping districts in Baltimore should be easily accessible to residential areas whereshoppers could easily walk, or be developed around transportation links. Whethershoppers arrive on foot, or by car or MTA, the retail district should offer a positivepedestrian experience, making it easy and enjoyable to stroll between shops andrestaurants.

Elected and economic development officials, as well as residents and businesses must allcontinue to advocate for improved public transit.

Coordinate with MTA to review and assess bus lines, as well as bus stops. Coordinate with MTA on design and construction of Red Line; identify any effect

the recommendations for type and route may have on Downtown residential,retail, and office uses.

Push for Downtown circulator, either free or inexpensive to riders. Encourage the continued study of a trolley in the Charles Street Corridor to connect

the Inner Harbor and Downtown with the Mt. Vernon Cultural Institutions, PennStation, and Johns Hopkins University.

Continue to support the housing initiative, realizing that building and occupying the newdevelopments is not the end result. Rather, residents must become a more important focusof constituent services and outreach events.

Expand activities and marketing efforts to Downtown residents. Encourage elected officials to meet regularly with Downtown residents.

Encourage developers and brokers to understand the parking for their respectivebuildings as pertains to retail.

Review 3-block radius demographics for retail locations, thus reinforcing thepedestrian shopper possibilities for that location to the retailer.

Encourage a variety of parking options. Facilitate, between developers/brokers/retailers and parking garage owners, the

creation of parking validation. Assess existing valet parking and future valet parking options. Decide on most effective regulations for valet parking, including locations best

suited for valet.

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Expand work with Baltimore City Parking Authority and private garages for specialparking rates geared toward shoppers and diners.

Continue special holiday parking rates and expand number of businessessupporting the payment of meters on behalf of customers, as well as garagesoffering reduced rates.

Identify new days, times and events when reduced parking rates will assist ineliminating the use of parking cost as a reason for not coming Downtown to shopor dine.

Work with Baltimore City Parking Authority to improve valet parking. Review existing valet parking regulations. Research other cities’ valet parking regulations and assess for suggested inclusion,

(e.g. X amount of percentage of restaurant sales required in order to have valetparking).

Evaluate existing valet parking locations and operations. Identify potential locations for multi-tenant/shared valet parking.

Assess the expansion of on-street parking with City Department of Transportation andBaltimore City Parking Authority.

Determine further streets for conversion to two-way with City Department ofTransportation and Baltimore City Parking Authority.

IncentivesAs the 2005 Retail Assessment shows, retail incentives by themselves are not effective inrecruiting and retaining major retailers. Rather, there is a range of factors that attractand sustain retailers. Instead of looking for a magic bullet incentive that will serve as thelinchpin of retail recruitment, Baltimore must directly market its strong demographics andother assets to retailers, and it must work with property developers that have the provenability to attract desired retail to their projects. Specifically, Baltimore should:

Improve the knowledge of and expand the variety and dollar amount of financialincentives available to retailers. Incentives to be pursued should include a package ofgrants, low-interest rate loans and matching dollars available to retailers, rather than taxincrement financing (TIF) directly for retail.

Update and expand the existing Baltimore Main Streets’ “Resources Available forSmall Business in Baltimore City; Financial, Technical Assistance, and TaxIncentives.”

Hold seminars for economic development officials, retailers and brokers on theexisting programs offered by the state, city and private institutions.

Market the existing programs, such as:o Enterprise Zone

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o Maryland Capital Access Programo Neighborhood Businessworks Loan Programo Strategic Assistance Consulting Fundo Baltimore Community Funding

Execute a comprehensive review of the retail permitting process, including healthinspections, signage, etc.

Create a retail permitting booklet made available through Baltimore City’s PermitsOffice, Planning Department, BDC and DPOB.

Research cost reductions for various retail permits for retailers within Downtownarea.

Apply a sliding scale for signage fees and minor privilege permits for newretailers.

Expedite the permitting process for retailers within Downtown area.

Consider PILOTs and TIFs, in accordance with established City policy, only whendevelopment of the project would otherwise be cost prohibitive to include retail. Offerthese incentives to the developer contingent upon certain pass-throughs, e.g. tenantbuildout or reductions in cost, to the prospective retailer.

Site Specific RecommendationsAs detailed previously, retailers prefer to cluster together to better attract large numbersof shoppers. High density, mixed-use developments with substantial residential and retailcomponents should be encouraged for all new development and redevelopmentDowntown. Sites Downtown which should be considered imperative for retail attractioninclude:

10 Inner Harbor (Inner Harbor) – one of the last remaining open development sites alongthe Inner Harbor, the location is essential to connecting Federal Hill/South Baltimore withCity Center. The Charles Street frontage should be considered for neighborhood retail,such as a much-needed grocery store. Additional major retail should be addressed onConway and Light Streets, including restaurants and other amenities for the residents ofthe development, as well as pedestrians.

300 E. Pratt Street (Inner Harbor) – the site’s premiere location on Pratt Street begs foradditional retail opportunities. The site is adjacent to the Gallery and across fromHarborplace, both of which are established retail destinations in Downtown. As part ofthe development program, retail along both Pratt and Lombard Streets should beconsidered. Large floorplates and potentially multi-level retail should be part of theretail mix also, so as to create a consistent retail flow along Pratt Street.

400 Block of W. Baltimore Street (Westside) – the 400 block is the pivotal connectorbetween the University of Maryland, Baltimore and the remainder of Downtown.

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Currently, the area is an inhibitor for pedestrians’ further exploration eastward, includingthe Abell Building and Centerpoint where retail exists or is planned. The 400 block shouldbe assembled in order to provide a consistent flow of retail, including restaurants, tocapitalize on the existing student and employee base and visitors to the Hippodrome. Theemployees, students and visitors at the campus are in need of further retail options and alevel of comfort in leaving the campus.

Abell Building (Westside) – the renovation of the building to include residential and retailis pivotal for the completion of the intersection. Retail in this building should be uniqueand complementary to the existence of the Hippodrome, as well as the increasingresidential population. A high-end restaurant ought to be pursued for the corner so as tobuild upon the audiences at the Hippodrome.

Amtrak surface lots (Station North) – the surface lots directly north of Penn Stationcurrently provide a very visible barrier to the pedestrian flow to and from the north. Thesite should include first floor retail, congruent with the changing neighborhood’s needs, aswell as the main anchor, Penn Station. The lot is of sufficient size to incorporate a largefloorplate for a mid-level national retailer to serve the growing residential base, as wellas the existing neighborhood to the south.

Center Plaza (City Center) – the plaza’s renovation is a marked improvement to the coreof Downtown and will serve as connector between City Center and Westside. The retaillocations facing the plaza should be filled predominantly with restaurants capitalizing onthe large green space. Outside dining should be highly encouraged for these tenants.Signage will need to be carefully considered. The plaza, with the right tenant mix, will bea destination retail location for employees, hotel guests and the increasing number ofresidents.

Chesapeake Restaurant Site (Station North) – the renovation and reuse of the site, aswell as the surrounding block is pivotal to the recreation of the emerging area. Anchoredby the Charles Theatre and a few stable restaurants, there is a need for further diningand entertainment options, as well as retail serving the increasing artist population.

Cityscape (City Center) – the completion of the project is imperative to drawingpedestrians north along Calvert Street. Currently, the block is an impediment toconnecting City Center to the Inner Harbor. Development of Cityscape should includeretail along the length of the Calvert Street side, as well as addressing the Water Streetcorridor, particularly where it faces the existing Water Street retail, to create a constantflow and neighborhood feel.

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Harbor East & Harbor Point (Inner Harbor) – the ongoing development of theneighborhood with its inclusive retail allows for continuity in the pedestrian experiencefrom Pratt Street to Fells Point. The Four Seasons condominium project is to include high-end national retailers along the waterfront. The remaining developments include varying-sized floorplates attractive to both national and independent retailers of all levels.Harbor Point plans should include destination retail and should maximize waterfront viewsthrough outdoor dining and the creation of open spaces which tie into the Promenade.

Hotel Row, Baltimore/Light/Redwood Streets corridor (City Center) – the area iscurrently transitioning from Class B office to numerous national and boutique-style hotels.Sites should include first floor restaurant and retail space as much as possible, particularlyat corner locations. The developments have the opportunity to create a transition betweentwo areas of City Center with the addition of more life on the street, usable buildings andretail options. One Light Street must be developed and should include retail alongBaltimore, Light and Redwood streets as part of its program. The retail space at theHampton Inn should be marketed and a new and positive use for the Redwood Trust bedemanded.

Mechanic Site (City Center) – the site is one of the few where large floorplates can bebuilt in the Downtown core. This key intersection, with its proximity to public transit is anideal location for a national retail anchor. The addition of such a retailer would in turnattract other national retail tenants in other adjacent buildings. The site should also seekto incorporate and activate Hopkins Plaza as part of its program, offering outdoor diningand display areas.

Oldtown Mall (East Baltimore) – the size of the site provides a unique opportunity forlarge floorplates ideal for national retail anchor tenants, including a grocery store.Oldtown’s proximity to Downtown and Johns Hopkins East Baltimore Medical Campus andpresence along Route 40, a key commuter route, allows it to draw from a large customerbase. The site should be expanded and explored as a possible urban retail village.

State Center (Mount Vernon) – the transit-oriented development has the opportunity forlarge floorplates attractive to national retail anchor tenants. The site has access not onlyby light rail, metro and bus, but also I-83, and lies adjacent to well-established residentialareas of multi-leveled incomes. The existing employment base also bodes well for retailneeds. Large scale retail should be heavily recruited, as well as restaurants to capitalizeon the daytime employees, cultural visitors and residents.

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Superblock (Westside) – the redevelopment of this area is imperative to connectingWestside with City Center and Mount Vernon. The development program must includeoffice and residential space which will provide customers for the first floor retailers.Existing retail plans should be expanded to create larger floorplates desired by mid-levelnational retailers. Restaurant options should also be considered for this development.Along Lexington Street, outside dining and displays should be strongly encouraged due tothe wide sidewalks.

UB Bolton Yards (Mount Vernon) – the site is ideally situated to capitalize on the existingstudent base, established neighborhoods and varied transit options, including I-83, PennStation and Light Rail. Large retail floorplates should be included in the development andrecruitment efforts should be focused on grocery stores, as well as anchor tenant retailand restaurants.